The merger of two competitive hospitals

Team Project 6-1T

For this assignment, your Instructor will assign each member of your team an issue for which you will advocate. You will be responsible for presenting information about your assigned issue, and providing a persuasive rationale for why it is urgent and important enough to warrant immediate consideration.

Return to “The Merger of Two Competing Hospitals: A Case Study” on pages 397403 in Introduction to Health Care Management. In this case study, the transition team is brought together for a face-to-face retreat to decide how to resolve a number of issues.

For this assignment, your Instructor will assign each member of your team an issue for which you will advocate. You will be responsible for presenting information about your assigned issue, and providing a persuasive rationale for why it is urgent and important enough to warrant immediate consideration

WRITE ABOUT RENOVATION OF FACILITIES. Number of references is open.

The merger of two competitive hospitals

The merging of porter regional medical centre and Banner Regional Medical Center (BRMC) was intended to primarily improve the quality of services offered in the community, improve the working conditions for the medical personnel and also renovate the facilities of the hospital jointly. As we can see, both hospitals are aging and so are the facilities (Shortell, Kaluzny, & Learning, 1994).  As seen by the management of the two hospitals, it is possible to have a common management that will oversee the renovation areas of the two hospitals ensuring that the process of renovation meets the budget that has been set aside for the work. They were located in a community of a population of 60,000 people and their facilities could serve the community better if they were merged. The merging of the two hospitals could lead to a resolution of different issues that existed in the hospital management. These issues included leadership, culture adaptation, human resource management, staffing, and benefit issues. PRMC had 110 hospital beds and 8 were reserved for transitional care (Shortell, Kaluzny, & Learning, 1994).

Considering the number of patients that this hospital could be treating in a day, this number of beds is quite small. BRMC was much larger containing a total of 154 inpatient beds, 100-106 beds for geriatric health care centre, and 13 beds for transitional care. These beds in each hospital are not adequate to sufficiently cater for the medical needs of the community and therefore merging the two hospitals would put health care in a better stand. Most of the medical services were housed at BRMC but the administrative services and the physical therapy department were held at a different position in the town. Strategic planning had to be done so that renovation was carried out to meet the demand of the market. Having to move from the hospital to another area for administration and physical therapy services was cumbersome for the patients and therefore it would have been better if all the services were housed under the same roof (Shortell, Kaluzny, & Learning, 1994).

The renovation of the facilities jointly saw the hospitals have a much smaller budget and it was therefore possible to recover from the losses they had experienced. Due to renovation of facilities, the hospitals would be in a position to cut health care costs, increase the healthcare personnel, and improve the delivery of healthcare services to the people. Through merging the two hospitals, a new name was created and a transitional team created to look into the issues of management and employees (Shortell, Kaluzny, & Learning, 1994).

Renovation of health facilities ensures that the hospital meets high medical standards putting it in a better position to compete with its opponents and most importantly be able to offer quality services to patients (Shortell, Kaluzny, & Learning, 1994). Renovation of facilities also ensures that the hospital attends to a bigger number of patients than it did before. The increase of staff also ensures that better services are offered to the patients. The better healthcare facilities also lead to employee satisfaction and therefore they will be working for the good of the people (Shortell, Kaluzny, & Learning, 1994). As a result of this, the working environment will be conducive and the relationship between the healthcare personnel and the patients will improve. The renovation also makes it possible to hire more qualified personnel because they know that the work environment is suitable for them. Moreover, after the renovation, the budget costs of the hospital will be cut down enabling the hospital to gain profit (Shortell, Kaluzny, & Learning, 1994).

References

Shortell, S. M., Kaluzny, A. D., & Learning, D. T. (1994). Health Care Management: Organization, Design, and Behavior.

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